management session 7 motivation & leadership moghimi

WEEK 7:

MOTIVATION & LEADERSHIP

Source:Robbins,St.,Coulter,M. Management-11th ed.

Lecturer: Bahman MoghimiDoctor of Business AdministrationM.Sc. Of “Industrial Marketing & e-Commerce”

Session 7University of Georgia

Distinguishing Manager-ship from Leadership

5B.Moghimi@Yahoo.co.uk

The Place of Leadership

Can Anyone Be a Leader? Some people don’t have what it takes to be a leader Some people are more motivated to lead than

others Is Leadership Always Necessary? Some people don’t need leaders Leaders need to be aware of followers’ needs

Early Leadership Theories Trait Theories (1920s–30s)

Research that focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful

Later research on the leadership process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence,

intelligence, job-relevant knowledge, and extraversion

Exhibit 12.2 Seven Traits Associated with Leadership

Behavioral Theories

University of Iowa Studies (Kurt Lewin) Identified three leadership styles:

Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez-faire style: hands-off management

Research findings: mixed results No specific style was consistently better for producing better

performance Employees were more satisfied under a democratic leader

than an autocratic leader

Behavioral Theories (cont’d)

Ohio State Studies Identified two dimensions of leader behaviour

Initiating structure: the role of the leader in defining his or her role and the roles of group members

Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings

Research findings: mixed results High-high leaders generally, but not always, achieved high

group task performance and satisfaction Evidence indicated that situational factors appeared to

strongly influence leadership effectiveness

University of Michigan Studies Identified two dimensions of leader behavior

Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment

Research findings: Leaders who are employee oriented are strongly associated

with high group productivity and high job satisfaction

B.Moghimi@Yahoo.co.uk

Exhibit 12.3 Behavioral Theories of Leadership

Managerial Grid Appraises leadership styles using two dimensions:

Concern for people Concern for production

Exhibit 12.4 The Managerial Grid

Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.

Contingency Theories of Leadership

The Fiedler Model Effective group performance depends upon the match

between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence

Assumptions: Different situations require different leadership styles Leaders do not readily change leadership styles

Matching the leader to the situation or changing the situation to make it favourable to the leader is required

The Fiedler Model (cont’d) Least-preferred co-worker (LPC) questionnaire

Determines leadership style by measuring responses to 18 pairs of contrasting adjectives High score: a relationship-oriented leadership style Low score: a task-oriented leadership style

Situational factors in matching leader to the situation: Leader-member relations Task structure Position power

Contingency Theories of Leadership (cont’d)

Exhibit 12.5 Fiedler’s Least-Preferred Co-worker Questionnaire

Exhibit 12.6 Findings of the Fiedler Model

Highly FavourableSituation Favourableness: Moderate Highly Unfavourable

HighStrong Weak

LowWeak

HighStrong

HighWeak

LowStrong

LowWeak

LowStrong

II III IV V VI VII VIIICategoryLeader– Member

RelationsTask StructurePosition Power

RelationshipOriented

TaskOriented

Contingency Theories… (cont’d)

Hersey and Blanchard’s Situational Leadership Theory (SLT) Successful leadership is achieved by selecting a

leadership style that matches the level of the followers’ readiness Acceptance: do followers accept or reject a leader? Readiness: do followers have the ability and

willingness to accomplish a specific task? Leaders must give up control as followers

become more competent

Hersey and Blanchard’s Situational Leadership Theory (SLT) (cont’d) Creates four specific leadership styles incorporating

Fiedler’s two leadership dimensions: Telling: high task–low relationship leadership Selling: high task–high relationship leadership Participating: low task–high relationship leadership Delegating: low task–low relationship leadership

Hersey and Blanchard’s Situational Leadership Theory (SLT) (cont’d) Identifies four stages of follower readiness:

R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing

Exhibit 12.7 Hersey and Blanchard’s Situational Leadership Model

Source: Reprinted with permission from the Center for Leadership Studies. Situational Leadership® is a registered trademark of the Center for Leadership Studies. Escondido, California. All rights reserved.

S3 S2S4 S1

STYLE OF LEADER

Task Behaviour

Low High

High relationshipand low task

High task andhigh relationship

Low relationshipand low task

Moderate

Follower Readiness

LowHigh

Ableand

willing

Ableand

unwilling

Unableand

willing

Unableand

unwilling

R4 R3 R2 R1

High task andlow relationship

Leader Participation Model (Vroom and Yetton)

Leader behavior must be adjusted to reflect the task structure

Suggests appropriate participation level in decision making

Leader Participation Model Contingencies: Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence

Leadership Styles: Vroom Leader Participation Model

Decide

Consult Individually

Consult Group

Facilitate

Delegate

Exhibit 12.8 Time-Driven Model

Source: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 87.

Decide

Delegate

Consult (Group)

PROBLEM

STATEMENT

Facilitate

Consult (Individually)

Facilitate

Consult (Group)

Decide

Facilitate

Consult (Individually)

Decide

Delegate

Facilitate

Decide

H – – – –

–––

– –

– – –

– –

Path-Goal Model Leader’s job is to assist his or her followers in achieving

organizational goals Leader’s style depends on the situation:

Directive Supportive Participative Achievement-oriented

Exhibit 12.9 Path-Goal Theory

EnvironmentalContingency Factors

• Task Structure• Formal Authority System• Work Group

SubordinateContingency Factors

• Locus of Control• Experience• Perceived Ability

Leader Behaviour

• Directive• Supportive• Participative• Achievement Oriented

Outcomes

• Performance• Satisfaction

Cutting-Edge Approaches to Leadership

Transactional Leadership Leaders who guide or motivate their followers in the

direction of established goals by clarifying role and task requirements

Transformational Leadership Leaders who inspire followers to go beyond their own

self-interests for the good of the organization Leaders who have a profound and extraordinary effect

on their followers

Charismatic Leadership An enthusiastic, self-confident leader whose personality

and actions influence people to behave in certain ways Characteristics of charismatic leaders:

Have a vision Are able to articulate the vision Are willing to take risks to achieve the vision Are sensitive to the environment and to follower needs Exhibit behaviours that are out of the ordinary

Cutting-Edge Approaches to Leadership (cont’d)

Charismatic Leadership (cont’d) Effects of Charismatic Leadership

Increased motivation, greater satisfaction More profitable companies Charismatic leadership may have a downside:

After recent ethics scandals, some agreement that CEOs with less vision, and more ethical and corporate responsibility, might be more desirable

Visionary Leadership A leader who creates and articulates a realistic, credible,

and attractive vision of the future that improves upon the present situation

Visionary leaders have the ability to: Explain the vision to others Express the vision not just verbally but through behaviour Extend or apply the vision to different leadership contexts

Team Leadership Characteristics Having patience to share information Being able to trust others and to give up authority Understanding when to intervene

Team Leader’s Job Managing the team’s external boundary Facilitating the team process

Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communicating

Exhibit 12.10 Specific Team Leadership Roles

Team LeaderRoles

Liaison withExternal

ConstituenciesCoach

ConflictManager Troubleshooter

Current Leadership Issues Managing Power

Legitimate power The power a leader has

as a result of his or her position

Coercive power The power a leader has

to punish or control Reward power

The power to give positive benefits or rewards

Expert power The influence a leader

can exert as a result of his or her expertise, skills, or knowledge

Referent power The power of a leader

that arises because of a person’s desirable resources or admired personal traits

Developing Trust

Credibility (of a Leader) The assessment, by a leader’s followers, of the leader’s

honesty, competence, and ability to inspire Trust

The belief of followers and others in the integrity, character, and ability of a leader Dimensions of trust: integrity, competence, consistency,

loyalty, and openness Trust is related to increases in job performance,

organizational citizenship behaviours, job satisfaction, and organization commitment

Tips for Managers: Suggestions for Building Trust

Practice opennessBe fair

Speak your feelingsTell the truth

Show consistencyFulfill your promisesMaintain confidences

Demonstrate competence

Providing Moral Leadership

Address both the moral content of a leader’s goals and the means used to achieve those goals

Ethical leadership is more than being ethical Includes reinforcing ethics through organizational

mechanisms

Providing On-line Leadership

Challenges of On-line Leadership Communication

Choosing the right words, structure, tone, and style for digital communications

Performance management Defining, facilitating, and encouraging performance

Trust Creating a culture where trust is expected, encouraged, and

required

Empowering Employees

Empowerment Involves increasing the decision-making discretion of

workers Why empower employees?

Quicker responses to problems and faster decisions Relieves managers to work on other problems

Empowerment: Cautions

The following conditions should be met for empowerment to be introduced:

Clear definition of company’s values and mission Employees have relevant skills Employees need to be supported, not criticized, when

performing Employees need to be recognized for their efforts

Exhibit 12.11 Selected Cross-Cultural Leadership Findings

Korean leaders are expected to be paternalistic toward employees. Arab leaders who show kindness or generosity without being asked

to do so are seen by other Arabs as weak. Japanese leaders are expected to be humble and speak frequently. Scandinavian and Dutch leaders who single out individuals with

public praise are likely to embarrass, not energize, those individuals.

Malaysian leaders are expected to show compassion while using more of an autocratic than a participative style.

Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation

Cross-Cultural Leadership

Universal Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness

Gender Differences and Leadership

Research Findings Males and females use different styles:

Women tend to adopt a more democratic or participative style unless in a male-dominated job

Women tend to use transformational leadership

Men tend to use transactional leadership

Exhibit 12.12 Where Female Managers Do Better: A Scorecard

Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

None of the five studies set out to find gender differences. They stumbled on them whilecompiling and analyzing performance evaluations.

Skill (Each check mark denotes which groupscored higher on the respective studies)

* In one study, women’s and men’s scores in these categories were statistically even.

MEN WOMEN

Motivating OthersFostering CommunicationProducing High-Quality WorkStrategic PlanningListening to OthersAnalyzing Issues

Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, PersonnelDecisions International Inc., Advanced Teamware Inc.

management session 7 motivation & leadership moghimi

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leadership process

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specific leadership

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leaders style

matching leader

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